Why set a 100-Day Goal?

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  • April 21, 2022 at 12:13 pm #21837
    Alrien
    Keymaster

    One of the principles of the 100-Day Challenge is to start with the future we want to create, and then figure out what we can try to do to move towards that future. The 100-Day Challenge introduces a shock into the system by setting a goal that is so high that we do not know how to achieve it. This is what inspires the team to innovate and experiment. The more ambitious, the better.

    Typically in change efforts, the process starts with analysis, planning, awareness building and training for the need to change. The common belief is that changing the mindset of people will lead to new behaviours that will have a positive impact and bring about improved results. The 100-Day Challenge flips things around. Teams make a commitment to a specific result, in a limited timeframe. This induces behaviour change. Over time changes in mindset emerge as part of the process.

    This is counterintuitive for some people who prefer to see what is possible to do and to set the goal as a projection of the present. If we have chosen the right focus for our 100-Day Challenge, then it is an area that requires doing things differently and trying new things. Our experience with thousands of teams is that this reversal of the traditional way is critical. A 100-Day Challenge lead with results to avoid “the operation was successful – but the patient died”

    July 19, 2022 at 1:46 pm #23978
    Anonymous
    Inactive

    1. We want to set out the future we want.
    2. We want to achieve the goals we are settings.
    3. We want to change the way we do things.

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Thought starter reflection questions

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:
  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
  • How would you characterise the level of trust among participants in the meeting? To what extent did this shift as the meeting progressed? To what do you attribute this shift, if indeed it happened?

Thought starter...

Reflection Questions 

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:

  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
These are 100-Day Challenge Mentors. 

They did some work before you received the Challenge Note. This included:

  • Writing the Challenge Note, and making sure that the leaders of all the organisations represented on the team are comfortable with it – and committed to supporting the work of the team
  • Helping the leaders of these organisation recruit you and your colleagues to the team
  • Gathering some baseline data and other information that will help you and your teammates set your 100-Day goal and develop your plan.
  • Making sure all the preparations are made for a successful Lift-Off workshop, when you and your teammates will meet and get your 100-Day Challenge started. This includes venue, facilitation support, food, swags, comms, travel arrangements and whatever else is needed.

 

Mentors will participate in all or part of the Lift-Off Workshop, mostly at the start to provide context and answer questions, and at the end to give you and your teammates feedback about the goal and plan you develop.

During the 100 days following the Lift-Off Workshop, here’s what the Mentors will do:  

  • They will check in every two weeks with the team leaders to see how the team is doing and what support they and the team need.
  • They will keep other organisational leaders informed and engaged during the 100 days, and pull them in to help as needed.
  • They will participate in the last part of the Refuelling Workshop, halfway through the 100 days, to see what additional support the team needs, and to begin to plan with the team for sustainability and scale-up.
  • They will work with the team at the Sustainability Workshop to finalise recommendations on sustaining the results and building on the work of the team.